WEBVTT
00:00:10.480 --> 00:00:14.800
Flight Plan Quick Consult is sponsored by PI Midlantic and Joan Marshall.
00:00:15.119 --> 00:00:27.120
Predictive Index helps veterinary leaders better understand what drives their people so they can hire more thoughtfully, improve communication, build stronger teams, and lead each employee more effectively.
00:00:27.760 --> 00:00:37.280
Joan is a former human resources executive who used PI within several companies before becoming a PI Midlantic consultant nearly 25 years ago.
00:00:37.679 --> 00:00:46.240
To learn how Joan can support your practice, contact her directly at Jmarshall at PIMidlantic.com.
00:00:51.520 --> 00:01:01.520
Welcome aboard Flight Plan Quick Consults, the podcast designed to bring busy veterinary leaders, practical ideas, fresh perspectives, and actionable takeaways in 25 minutes or less.
00:01:01.759 --> 00:01:09.359
I'm your host, Brenda Tassima Medina, and today's episode is From Control to Confidence: A Better Way to Lead Your Team.
00:01:09.519 --> 00:01:11.519
So let's buckle up for takeoff.
00:01:11.760 --> 00:01:14.799
Today's guest panelists include practice owner Dr.
00:01:14.879 --> 00:01:19.760
Amy Tate, Practice Manager Crystal Hardison, and our very own Carol Hurst.
00:01:19.920 --> 00:01:22.000
Carol, tell our listeners about yourself.
00:01:22.480 --> 00:01:23.200
Hi, everybody.
00:01:23.280 --> 00:01:29.280
I'm Carol Hurst, and my background is a credential technician.
00:01:29.680 --> 00:01:33.680
Went into this wonderful field straight out of high school.
00:01:34.000 --> 00:01:45.920
And I was in that role for a couple of years between being before being put into a leadership role, which has its own struggles, as you've probably heard in the past.
00:01:46.560 --> 00:01:54.079
And I was in a practice manager role for about 12 years in different practices, learning different skills, growing.
00:01:54.719 --> 00:02:02.640
I've got my CBPM, and um I was in that role for a while before joining Brenda with consulting.
00:02:02.719 --> 00:02:06.400
And now here I am with Encore Vet Group doing what I love.
00:02:06.799 --> 00:02:07.359
Awesome.
00:02:07.519 --> 00:02:08.800
Thanks for being here, Carol.
00:02:08.960 --> 00:02:10.560
Next up is Crystal.
00:02:11.680 --> 00:02:13.360
Hey, I'm Crystal.
00:02:13.680 --> 00:02:18.879
I am a practice manager for two practices with Encore Vet Group.
00:02:19.120 --> 00:02:22.000
And I started in VetMed in 2008.
00:02:22.240 --> 00:02:23.680
I started in the kennel.
00:02:23.759 --> 00:02:25.520
I went to school and got my RVT.
00:02:25.599 --> 00:02:34.560
And then in 2022, I went um and got my C VPM, just naturally evolved through the practice into management and leadership.
00:02:34.719 --> 00:02:40.560
I'm super passionate about my team and setting them up so they can succeed and thrive.
00:02:40.879 --> 00:02:42.960
Well, thanks for being with us today, Crystal.
00:02:43.199 --> 00:02:43.439
Thank you.
00:02:43.840 --> 00:02:45.680
And rounding things out, Dr.
00:02:45.840 --> 00:02:46.400
Tate.
00:02:46.800 --> 00:02:48.800
Hey, um, I'm Amy Tate.
00:02:48.879 --> 00:02:49.840
I'm a veterinarian.
00:02:50.000 --> 00:03:07.439
I have been a veterinarian for 26 years and um a practice owner partner since uh 2008, right after my daughter was born, and then managing partner in a seven doctor practice in Birmingham, Alabama since 2021.
00:03:08.000 --> 00:03:10.719
Um we have a team of about 40.
00:03:10.879 --> 00:03:25.039
Um, and this is a topic close to my heart because uh I have done this several times and and and learned and hopefully continue to develop stronger teams as a result.
00:03:25.599 --> 00:03:27.280
Well, thanks for being here, Dr.
00:03:27.520 --> 00:03:28.080
Tate.
00:03:28.639 --> 00:03:35.840
Um, as we all know, well, as you know, um, veterinary practices often promote talented people into leadership.
00:03:35.919 --> 00:03:41.680
And then they unintentionally teach them that leadership means keeping a close eye on everything.
00:03:41.840 --> 00:03:50.960
I touched on this a little bit in my last week's episode because I had someone do a dear Brenda around the technician that they had promoted.
00:03:51.120 --> 00:04:04.000
Um, but that that keeping a close eye on everything, you know, it's it's oh, you you gotta check their work, you gotta approve the decisions, you gotta solve the problems, you gotta make sure nobody drops the ball.
00:04:04.240 --> 00:04:18.079
Um as a new leader, it can feel like you have more responsibility, but over time, that style of leadership actually creates dependence on the leader versus autonomy.
00:04:18.480 --> 00:04:30.240
Um, you know, we see team members might start stop taking initiative because they learn that the leader is eventually going to step in somehow anyway, and maybe even change what they did.
00:04:30.319 --> 00:04:32.879
They just, then they just put their hands up.
00:04:33.040 --> 00:04:35.680
Um, I've actually seen this in action many times.
00:04:35.759 --> 00:04:41.680
I'll have, you know, somebody reach out to me and they're like, I need you to take a look at our workflow efficiency.
00:04:41.759 --> 00:04:42.800
I'm really struggling.
00:04:42.879 --> 00:04:46.480
The team doesn't seem to really support me the way that I need them to.
00:04:46.720 --> 00:04:52.399
And I'll go, and what I'll observe is a team member in a room kind of holding up the wall.
00:04:52.560 --> 00:04:59.600
You know, they're like leaning on the wall, waiting for that doctor to direct them or tell them what they need from them.
00:05:00.079 --> 00:05:04.160
And it's like frustration from both sides.
00:05:04.399 --> 00:05:09.920
Or we see CSRs who default to deferring to their manager rather than solving a client's problem.
00:05:10.079 --> 00:05:12.399
So many ways you might see this in action.
00:05:12.720 --> 00:05:20.639
So, Carol, you actually inspired me because we're reading Trust and Inspire by Stephen Covey, um, Stephen M.R.
00:05:20.800 --> 00:05:23.279
Covey for our book club.
00:05:23.439 --> 00:05:36.720
And this book challenges leaders to replace the traditional command and control model with something different, which is creating conditions where people can grow, contribute, take ownership, do meaningful work.
00:05:36.879 --> 00:05:43.360
So I'd really like to dig into what that shift looks like inside of veterinary practice.
00:05:43.600 --> 00:05:57.279
So, Carol, you might not actually be leading a team right now, but thinking back on your, you know, your experiences leading teams, have you accidentally in the past trained them to wait for you?
00:05:57.519 --> 00:06:09.279
And as a practice manager, if you were unexpectedly away from the hospital for two weeks, what decisions would grind to a halt or would have ground to a halt because the everyone was waiting for you to come back?
00:06:10.560 --> 00:06:13.759
Hi, I'm Carol and I'm a recovering fixer.
00:06:15.040 --> 00:06:24.959
So, you know, this really, I mean, this topic just relates to me when I was in practice so, so much because that was a source of pride, right?
00:06:25.040 --> 00:06:28.240
Being that problem solver, you know, I'm the practice manager.
00:06:28.399 --> 00:06:31.839
I know my employee manual from start to finish.
00:06:32.079 --> 00:06:41.920
Um, and I I Brenda, I absolutely trained my team that if they had a question, if they had a need, they came to me and I can give them a response.
00:06:42.079 --> 00:06:48.480
Often before they ever even finished their thought, my brain was moving in that problem-solving direction.
00:06:48.800 --> 00:06:53.040
And I think exactly what you mentioned is what happened.
00:06:53.199 --> 00:07:02.079
And um, I think it's, you know, when I think back to that question, if I'm gone two weeks, what decisions are grinding to a halt?
00:07:02.240 --> 00:07:03.360
And all of us do it.
00:07:03.439 --> 00:07:08.959
We come back, and you know, you've got that pile on your desk, and you start shifting through, you know, the different things.
00:07:09.199 --> 00:07:12.240
Client complaints, as you mentioned, was a big one.
00:07:12.399 --> 00:07:24.399
And I can feel that frustration even now, where it's like, oh, it's like a$20, you know, nail trim or whatever that was the miscommunication and they're waiting on me.
00:07:24.480 --> 00:07:29.279
You know, they waited a week for me to return before they could solve that client problem.
00:07:29.839 --> 00:07:39.120
And you only have yourself to blame when you don't put those systems in place that allow that empower your team to make those decisions for whatever reason, right?
00:07:39.279 --> 00:07:59.439
Either they don't want to make the wrong decision for compared to what you might make because you've kind of set that standard, or they don't have that empowerment at all, like the, you know, just the the kind of permission to problem solve if it's a client concern um that they could potentially handle.
00:07:59.600 --> 00:08:01.759
Um, so that that stood out.
00:08:01.920 --> 00:08:05.759
Scheduling issues, I think, were another thing that would wait on me.
00:08:05.839 --> 00:08:10.480
Um, you know, when you think about, okay, y'all can shit, y'all can switch a shift.
00:08:10.639 --> 00:08:12.079
Here's the parameters.
00:08:12.319 --> 00:08:21.360
Am I holding myself to that standard, you know, if they make those decisions, or am I going back and saying, no, you really should do it this way or really should do it that way?
00:08:21.519 --> 00:08:27.680
Um, I think about shift changes and things like that where the communication just wasn't clear enough.
00:08:27.920 --> 00:08:38.240
Um, so yeah, I mean, I think when when you look at how we set things up, um I think it can be a point of pride and we have to challenge that.
00:08:38.320 --> 00:08:42.879
Um, because at the end of the day, we have a lot of answers, but we don't have all the answers.
00:08:43.120 --> 00:08:51.360
And my practice owner, several years into uh my leadership journey was like, I want to give you a piece of advice, right?
00:08:51.440 --> 00:08:55.519
You know, you you have a lot of answers and you know a lot of things about the practice.
00:08:55.600 --> 00:09:00.799
And at the end of the day, just because they don't do it the same way that you would do it, doesn't make it wrong, right?
00:09:00.960 --> 00:09:05.279
Is the end result, is the end result something that we want?
00:09:05.519 --> 00:09:07.840
And if so, the path to get there can look different.
00:09:07.919 --> 00:09:09.519
And that was kind of a light bulb for me.
00:09:09.600 --> 00:09:16.960
He was a great coach in that respect um for how to kind of rethink things when it came to coaching my team.
00:09:17.519 --> 00:09:18.960
Thank you for that, Carol.
00:09:19.120 --> 00:09:21.039
Um, I too am a recovering.
00:09:22.960 --> 00:09:28.000
Crystal, what are your thoughts on this question, reflecting on yourself as a leader?
00:09:28.559 --> 00:09:30.159
It really touches home.
00:09:30.399 --> 00:09:39.360
Um, very similar to Carol, especially when I was in like the RVT mode, which for our previous owner was like management leadership.
00:09:39.440 --> 00:09:43.600
There was responsibilities, it wasn't just technical, but I was that person.
00:09:43.759 --> 00:09:47.440
Like I was the one that kept everything moving, all the gears turning.
00:09:47.519 --> 00:09:50.320
And if I was off, they literally would have to adjust the schedule.
00:09:50.399 --> 00:09:51.519
Like, well, we can't do this.
00:09:51.600 --> 00:09:54.240
Crystal isn't here, we gotta wait until she comes back.
00:09:54.480 --> 00:10:03.679
And I'll never forget we partnered with Encore in the first leadership uh meeting I went to, raising my hand and going, okay, how do I not be that person anymore?
00:10:03.919 --> 00:10:09.600
How do I set my team up that it still functions whether I'm there or not?
00:10:09.759 --> 00:10:12.320
And that's kind of been my goal going forward since.
00:10:12.480 --> 00:10:26.159
Um, and the hospital really should run the same way whether I'm here or not here, and not just for me, because that is heavy, you know, when there's so much that changes or stops when you're not there, but for the team too.
00:10:26.320 --> 00:10:37.759
Like, you know, if we're building the team that that we want, the dream team, then they they then I trust them to make the decisions and they should feel trusted, they should feel empowered.
00:10:37.919 --> 00:10:40.080
And it take it takes time to get there, right?
00:10:40.159 --> 00:10:47.200
You have to have the right team, you have to have the right type people, you have to do a lot of coaching, and you have to do a lot of building their confidence.
00:10:47.360 --> 00:10:50.000
And one of the things is like, okay, what would you do?
00:10:50.240 --> 00:10:51.519
Okay, that sounds great.
00:10:51.600 --> 00:10:52.399
Let's do that.
00:10:52.639 --> 00:10:55.759
And over time, it just then they start doing it.
00:10:55.840 --> 00:11:06.559
Um, but I think having that trust established so that they know I've got their back, um, and then they make the decisions and the gears keep turning whether I'm here or not.
00:11:06.720 --> 00:11:18.159
Um, one of the things that we can do here is anybody that's like a senior team member that's been here, that's established, like if somebody asks for the manager, well, they don't always need me.
00:11:18.320 --> 00:11:20.320
Sometimes they just need a different voice.
00:11:20.559 --> 00:11:30.000
And so if you can't handle it, or you know, if you're to that point where they're frustrated with you, then okay, well, your buddy's sitting next to you, they can be the manager on the floor for that moment.
00:11:30.159 --> 00:11:35.679
They can take the call, they can troubleshoot it, and 98% of the time they resolve it.
00:11:35.759 --> 00:11:40.159
And then they're like later they're telling me, Oh, yeah, this happened, and it's and it's great.
00:11:40.399 --> 00:11:45.679
Um, and it's it's a beautiful thing when all the pieces finally do kind of come together.
00:11:46.000 --> 00:11:51.360
Yeah, I I I love what you said, because the classic question, what what what what do you think we should do?
00:11:51.519 --> 00:12:10.320
And I distinctly remember the very first time I used that question when I was really trying as a leader to make that shift, and and I used it with um my CSR team lead, and she came to my office and she just kind of like vomited all this stuff about this client that was upset and yada yada yada.
00:12:10.559 --> 00:12:17.440
And I'm listening to her and listening to her, and I stopped myself and I said, Well, what do you think we should do?
00:12:17.679 --> 00:12:23.519
And she stopped and her eyes got big and she was like, Well, I think that we should do this and this.
00:12:23.600 --> 00:12:27.200
And I'm like, Great, then why don't you go and talk to the client?
00:12:27.279 --> 00:12:41.039
And she looked at me like, wait a minute, you know, and and I felt the urge to say, you know, I need you to be the problem solver and so that you are the problem solver in that client's eyes.
00:12:41.279 --> 00:12:50.720
Because otherwise, the next time they come through the door and they see you, they're gonna look for somebody else because you had to go to the manager and have the manager take care of it last time.
00:12:51.039 --> 00:12:59.679
And by having that conversation, it really made a shift in in people's thoughts in terms of, oh, I want to be the problem solver.
00:12:59.840 --> 00:13:02.720
I want them to appreciate me for what I do.
00:13:02.960 --> 00:13:03.360
Dr.
00:13:03.519 --> 00:13:07.519
Tate, what's your take on this and how have you reflected on it?
00:13:07.840 --> 00:13:12.159
Um, so I am a recovering, still active fixer.
00:13:12.320 --> 00:13:20.080
So I um fixers right at fixers anonymous, I would be at the top of the list.
00:13:20.320 --> 00:13:24.240
I I'll be honest, mine comes a little bit um from a different perspective.
00:13:24.399 --> 00:13:37.519
Um, mine comes from um from the ownership perspective of taking over kind of a big practice and um some uncertain times a little bit out of fear.
00:13:37.600 --> 00:13:48.960
So you start that journey and you want it to be successful because you have a lot personally and emotionally, uh, and sometimes financially vested in the practice.
00:13:49.120 --> 00:13:57.519
And so, you know, who better to answer all those questions than the person who's kind of got like all of it on the line?
00:13:57.840 --> 00:14:03.600
Um, but that that is only sustainable for a very short period of time.
00:14:03.840 --> 00:14:20.000
And so once that recognition hit that I was operating from a position of fear and I had made all of these people dependent um on whether or not they could answer a simple question.
00:14:20.240 --> 00:14:29.919
I mean, I think I was on vacation with my family and my phone had overheated and I couldn't respond because it had just been going off all day long.
00:14:30.240 --> 00:14:35.840
And um that was kind of a an eye-opening um moment.
00:14:36.480 --> 00:14:53.600
And really, before you kind of allow people to blossom that way, you have to have some kind of operational agreement, some type of operational guidelines, because they our our team, at least my team, wants to know what to do in these situations.
00:14:54.240 --> 00:15:05.679
Either they don't have the framework, they don't have the conversation ability or or or guidelines or ability to practice, so they just don't know what to say.
00:15:06.080 --> 00:15:24.639
Um and so just recently on um I had a CSR who had a a client that wanted refills of medication, we had laps in labor and we had laps in physical exams, and she just didn't have the confidence to know what to say.
00:15:24.879 --> 00:15:48.320
So we we practiced and I said now I mean I can come up and solve this to your reference for that if she comes back in she's gonna go straight by you because you didn't have the knowledge to or the you have the knowledge, you didn't have the competence to answer her question in that moment and had to come get me.
00:15:48.559 --> 00:15:53.600
So it's you guys always get upset that the clients are like, we'll just go to our ask our tape.
00:15:53.759 --> 00:15:56.960
We we have set them up for that over time.
00:15:57.440 --> 00:16:03.039
So some of it was a little self-awareness of where that activity as an owner was coming from.
00:16:03.279 --> 00:16:07.759
And um and that that was kind of a little bit of a telling moment.
00:16:07.840 --> 00:16:14.320
Like I created this environment unintentionally, um, just because of a framework from which I was operational.
00:16:15.120 --> 00:16:18.720
Carol, you've got uh some a comment or question here.
00:16:19.200 --> 00:16:25.600
Yeah, so you know, it it's so great to hear from a practice owner's perspective on that.
00:16:25.840 --> 00:16:37.919
And then knowing my role as a practice manager over the years, you know, I took it as a point of pride when my practice owner would go on vacation and I didn't have to reach out to him.
00:16:38.240 --> 00:16:50.240
And you know, for all the recovering practice owners out there, recovering fixer or current fixer, you know, your practice manager wants to be in that role where they can run things, man.
00:16:50.399 --> 00:17:02.960
When you're gone, they can run things, they don't have to ask questions, or it's just this very narrow scope of decisions that, man, I have to have that touch point, or all these really important things come to a screeching halt.
00:17:03.120 --> 00:17:04.880
But I took it as a point of pride, right?
00:17:04.960 --> 00:17:14.160
Like, oh, I don't have to ask those questions, I don't have to bother them, they can enjoy their vacation because that was, you know, I guess that was my recovering fixer part of it.
00:17:14.240 --> 00:17:16.160
But it's the the other side of the coin, right?
00:17:16.319 --> 00:17:21.119
Is um just being capable and feeling empowered to make those decisions.
00:17:21.279 --> 00:17:27.680
So that was really, I don't know, that just really hit me because I'm like, yeah, like that, you know, your practice manager wants that.
00:17:28.000 --> 00:17:28.799
Yeah, yeah.
00:17:29.119 --> 00:17:32.240
And interesting, you said the two-week vacation.
00:17:32.480 --> 00:17:42.720
I remember there was a time I wouldn't take a two-week vacation because I felt like I was gone too long and I still took calls and text messages and this and that and the other.
00:17:42.799 --> 00:17:44.960
And I do payroll while I was gone.
00:17:45.279 --> 00:17:54.640
And um, I distinctly remember um one of the last vacations I took before I left that particular practice was a 10-day vacation.
00:17:54.799 --> 00:17:58.559
And I came back and I was like, is everything okay?
00:17:58.799 --> 00:18:01.759
I nobody called me or texted me.
00:18:01.920 --> 00:18:09.200
And and my leadership team, led by you know, my HR manager, he was like, Yes, we did it.
00:18:10.640 --> 00:18:13.920
We intentionally set out to not have to call you.
00:18:14.160 --> 00:18:20.240
And that just felt so great as a leader that it's like they graduated.
00:18:20.319 --> 00:18:29.680
It was like they were fully empowered, they felt trusted, and they took it upon themselves to set a goal not to call me while I was on vacation.
00:18:29.839 --> 00:18:35.440
And it was it was great, and everyone should have that feeling when they're away from the practice, right?
00:18:35.759 --> 00:18:36.079
Right.
00:18:36.319 --> 00:19:09.759
I I think as an as a practice owner veterinarian, sometimes we get into a trap of it feeds our our ego, it feeds our need, it feeds our um little brain receptors of wanting to be wanted, because I I do feel a lot of practice owners kind of identify themselves with their practice so much that not being wanted is kind of like you know, is something wrong, or are they just not telling me?
00:19:09.920 --> 00:19:24.240
And so um there has to be a little bit of from the practice owner perspective, a little bit of self-awareness of you know, where is this kind of desire to be the answer for all the questions coming from?
00:19:26.640 --> 00:19:27.839
It took a lot of work.
00:19:27.920 --> 00:19:35.839
I'll just say I mean it's something that we all have to work on, and it doesn't go away automatically, right?
00:19:36.079 --> 00:19:36.720
Yeah, yeah.
00:19:37.039 --> 00:19:41.119
Still still working on still project and you know, still under project.
00:19:41.279 --> 00:19:47.759
So my second question is how do you trust people without lowering accountability?
00:19:48.079 --> 00:19:48.559
Carol.
00:19:51.119 --> 00:19:55.680
So you know me, I like to try to create a formula for what I can.
00:19:56.400 --> 00:20:07.839
Um and so when I thought through the when I think through this question at the end of the day, is are we setting our teams up for success with this big scary word called delegation?
00:20:08.000 --> 00:20:15.359
Because, you know, as much as we preach delegation, it can't just be this blanket, here's a task, and here's a task, and everybody gets a task, right?
00:20:15.599 --> 00:20:27.359
Um we really have to sit down and think through what is our method of setting ourselves and the team up for success so that we can feel really confident with this word called empowerment.
00:20:27.599 --> 00:20:32.400
And the flip side is, you know, the the accountability that we all want.
00:20:32.640 --> 00:20:38.799
So is it the questions I ask myself are is it the right task and the right person, right?
00:20:39.039 --> 00:20:40.799
So does it fit their strengths?
00:20:40.960 --> 00:20:43.680
Are they actually capable of accomplishing it?
00:20:43.839 --> 00:20:49.200
You know, are you handing it off because it's just something off your plate, or is it truly the right fit?
00:20:49.359 --> 00:20:50.799
Um, is it the right timing?
00:20:50.960 --> 00:20:52.880
You know, do they have the bandwidth?
00:20:53.039 --> 00:21:00.079
It are you are you overloading somebody's plate who may be a good fit for it, but it's just not the right time.
00:21:00.400 --> 00:21:03.359
Um, do they have the right resources and skills?
00:21:03.519 --> 00:21:08.000
And this one is a little tricky because I don't want that to be a hard and firm barrier.
00:21:08.160 --> 00:21:17.039
I want it to be something that maybe we can let them grow and it's a stretch, um, kind of a stretch goal for them, but we provide them with those resources and skills.
00:21:17.200 --> 00:21:23.519
And then one of the most easily missed and maybe important frameworks is expectations.
00:21:23.680 --> 00:21:26.960
Like, are we actually setting the proper guardrails?
00:21:27.119 --> 00:21:37.119
Some people need a lot of structure, especially if they haven't done this before, versus those that are a little more veteran, maybe your leads, if you've been working with them on this, may just need the end goal.
00:21:37.200 --> 00:21:41.920
Like, here's the timeline, here's the end goal, what do you need from me?
00:21:42.079 --> 00:21:45.599
Um, and then what is our cadence for check ins?
00:21:45.759 --> 00:21:52.240
Um, because I certainly fell into the trap of here's the end goal, here's the expectations.
00:21:52.480 --> 00:21:58.000
And then at the end of that, I didn't have the appropriate check in, and my team members like, oh yeah, I didn't get to that.
00:21:58.079 --> 00:21:59.759
And I'm like, but it's been 30 days.
00:22:00.079 --> 00:22:02.400
Days, like, why didn't you tell me before now?
00:22:02.640 --> 00:22:05.039
And so I'm like, you know, big dough eyes.
00:22:05.119 --> 00:22:23.599
And um, so it's, you know, do you have the check-ins to support that structure and the ex expectations that we need to work through it if you know you're getting you're you're reaching some barriers, and so we don't reach the end of our deadline and just no motion has happened.
00:22:24.319 --> 00:22:35.759
I like the the check-ins, but I would caution people not to build in too many check-ins because then the then your your team member feels like, what don't they think I can do this?
00:22:35.920 --> 00:22:37.119
Why do they need to check in?
00:22:37.440 --> 00:22:41.519
And it's a definite sign of potential micromanagement.
00:22:41.680 --> 00:22:52.720
So the micromanager and me will also come out because you know, you've given up this, you especially early in the process of delegation, right?
00:22:52.799 --> 00:23:00.640
Because you're giving this project to someone and you you have a little bit of faith that they can do it, but maybe you haven't quite seen it in action.
00:23:00.880 --> 00:23:09.279
So, you know, your immediate kind of uh reflexes to be like every couple of days, how's it going?
00:23:09.359 --> 00:23:10.559
How's it how's it going?
00:23:10.720 --> 00:23:11.359
Is it progressing?
00:23:11.519 --> 00:23:12.480
Do you need any help?
00:23:12.640 --> 00:23:19.519
And um and sometimes you have to kind of let them flounder a little bit.
00:23:19.839 --> 00:23:20.880
And that's that's hard.
00:23:21.039 --> 00:23:27.119
It can be hard to kind of sit there and go, okay, so why didn't we get why didn't we meet need to step on?
00:23:27.359 --> 00:23:32.480
What is what uh what are the prohibitive steps to why we haven't gotten this done?
00:23:32.720 --> 00:23:44.559
Um, you know, it's important to the practice, it's important to the group, it's important to the team, and we have missed it or we've missed a number, and you know, walk me through why we didn't get to this point.
00:23:44.799 --> 00:23:47.599
And that's where that accountability comes in.
00:23:47.839 --> 00:23:58.000
And and it's it's uncomfortable because nobody wants to say, oh, we missed a goal and we we missed a number, we missed an achievement.
00:23:58.319 --> 00:24:12.640
Um but there is there'll have to be a little bit of kind of tripping and failure before you get to that cycle where they're like, oh wait, they really want this done for this reason.
00:24:12.799 --> 00:24:20.640
And that accountability is not it's not personal, but it is part of running and maintaining operations.
00:24:21.519 --> 00:24:28.640
Safety and failure is such a can of words from a like oh you want it, but how do you get it?
00:24:28.960 --> 00:24:29.119
Right.
00:24:31.200 --> 00:24:58.319
Right, right, you know, and um and kind of going back to books you read, you know, you there are uh, you know, obviously different ways that is that sits in different age groups, and you know, managing those types of groups across all age brackets is a little bit more challenging than I I you know I realize.
00:24:58.640 --> 00:25:07.759
And so kind of learning that dynamic as you get ready to not have to be the the fixer all the time um or a recovering fixer.
00:25:07.920 --> 00:25:16.720
Um I I do think that kind of understanding generational changes um is helpful.
00:25:16.960 --> 00:25:19.759
Yeah, it can help shape our leadership style for sure.
00:25:20.000 --> 00:25:24.000
Well, let's put a bow on accountability with Chris's perspective.
00:25:24.400 --> 00:25:31.119
No, when I thought I saw this question, I thought of both of those accountability and a safe place to fail.
00:25:31.359 --> 00:25:35.200
Um setting up um clear expectations.
00:25:35.599 --> 00:25:39.359
I've got two um fairly new APMs that we're training.
00:25:39.440 --> 00:25:42.640
And so this really hits home with what we're going through with both of them.
00:25:42.799 --> 00:25:48.960
Like the this is you know, clear expectations, this is what we're working towards, this is where we want to get.
00:25:49.119 --> 00:25:52.000
Um, but it's not gonna always be pretty.
00:25:52.160 --> 00:25:59.839
Um, you're gonna make mistakes, we're gonna talk about it, we're gonna learn from it, um, but not letting them know that it's okay, that it's not perfect.
00:26:00.000 --> 00:26:04.799
Um, but the more you do it, the more you experience it, the smoother things get.
00:26:04.960 --> 00:26:08.000
Um, and that seems to work for us pretty well.
00:26:08.480 --> 00:26:16.720
I like that because so often our team members might feel a little bit of paralysis from fear of failure.
00:26:16.880 --> 00:26:26.799
And so setting them up for failure is okay, and failures actually can be a good thing because we can learn as long as we pivot quickly when we do fail, right?
00:26:27.119 --> 00:26:27.920
Definitely.
00:26:28.240 --> 00:26:29.359
Well, thank yeah.
00:26:29.440 --> 00:26:34.480
I mean, I almost expect that you want them to fail just a little bit in the beginning so that you can show them it's okay.
00:26:35.119 --> 00:26:39.680
We all, you know, it's happened to all of us, but this is how you this is how you recover, right?
00:26:39.759 --> 00:26:41.599
This is how you build some resilience.
00:26:41.920 --> 00:26:43.680
Definitely, definitely.
00:26:43.920 --> 00:26:52.240
Well, thank you all for flying with me today on Flight Plan Quick Consults, and a big thank you to Joan Marshall of PI Midlantic for sponsoring today's episode.
00:26:52.400 --> 00:27:03.039
I hope something from today's conversation gave you a new idea to consider, a question worth asking, or a next step you can put into action in your own practice.
00:27:03.279 --> 00:27:08.079
Until next week, keep your mission clear, your team aligned, and your practice story.
00:00:10.480 --> 00:00:14.800
Flight Plan Quick Consult is sponsored by PI Midlantic and Joan Marshall.
00:00:15.119 --> 00:00:27.120
Predictive Index helps veterinary leaders better understand what drives their people so they can hire more thoughtfully, improve communication, build stronger teams, and lead each employee more effectively.
00:00:27.760 --> 00:00:37.280
Joan is a former human resources executive who used PI within several companies before becoming a PI Midlantic consultant nearly 25 years ago.
00:00:37.679 --> 00:00:46.240
To learn how Joan can support your practice, contact her directly at Jmarshall at PIMidlantic.com.
00:00:51.520 --> 00:01:01.520
Welcome aboard Flight Plan Quick Consults, the podcast designed to bring busy veterinary leaders, practical ideas, fresh perspectives, and actionable takeaways in 25 minutes or less.
00:01:01.759 --> 00:01:09.359
I'm your host, Brenda Tassima Medina, and today's episode is From Control to Confidence: A Better Way to Lead Your Team.
00:01:09.519 --> 00:01:11.519
So let's buckle up for takeoff.
00:01:11.760 --> 00:01:14.799
Today's guest panelists include practice owner Dr.
00:01:14.879 --> 00:01:19.760
Amy Tate, Practice Manager Crystal Hardison, and our very own Carol Hurst.
00:01:19.920 --> 00:01:22.000
Carol, tell our listeners about yourself.
00:01:22.480 --> 00:01:23.200
Hi, everybody.
00:01:23.280 --> 00:01:29.280
I'm Carol Hurst, and my background is a credential technician.
00:01:29.680 --> 00:01:33.680
Went into this wonderful field straight out of high school.
00:01:34.000 --> 00:01:45.920
And I was in that role for a couple of years between being before being put into a leadership role, which has its own struggles, as you've probably heard in the past.
00:01:46.560 --> 00:01:54.079
And I was in a practice manager role for about 12 years in different practices, learning different skills, growing.
00:01:54.719 --> 00:02:02.640
I've got my CBPM, and um I was in that role for a while before joining Brenda with consulting.
00:02:02.719 --> 00:02:06.400
And now here I am with Encore Vet Group doing what I love.
00:02:06.799 --> 00:02:07.359
Awesome.
00:02:07.519 --> 00:02:08.800
Thanks for being here, Carol.
00:02:08.960 --> 00:02:10.560
Next up is Crystal.
00:02:11.680 --> 00:02:13.360
Hey, I'm Crystal.
00:02:13.680 --> 00:02:18.879
I am a practice manager for two practices with Encore Vet Group.
00:02:19.120 --> 00:02:22.000
And I started in VetMed in 2008.
00:02:22.240 --> 00:02:23.680
I started in the kennel.
00:02:23.759 --> 00:02:25.520
I went to school and got my RVT.
00:02:25.599 --> 00:02:34.560
And then in 2022, I went um and got my C VPM, just naturally evolved through the practice into management and leadership.
00:02:34.719 --> 00:02:40.560
I'm super passionate about my team and setting them up so they can succeed and thrive.
00:02:40.879 --> 00:02:42.960
Well, thanks for being with us today, Crystal.
00:02:43.199 --> 00:02:43.439
Thank you.
00:02:43.840 --> 00:02:45.680
And rounding things out, Dr.
00:02:45.840 --> 00:02:46.400
Tate.
00:02:46.800 --> 00:02:48.800
Hey, um, I'm Amy Tate.
00:02:48.879 --> 00:02:49.840
I'm a veterinarian.
00:02:50.000 --> 00:03:07.439
I have been a veterinarian for 26 years and um a practice owner partner since uh 2008, right after my daughter was born, and then managing partner in a seven doctor practice in Birmingham, Alabama since 2021.
00:03:08.000 --> 00:03:10.719
Um we have a team of about 40.
00:03:10.879 --> 00:03:25.039
Um, and this is a topic close to my heart because uh I have done this several times and and and learned and hopefully continue to develop stronger teams as a result.
00:03:25.599 --> 00:03:27.280
Well, thanks for being here, Dr.
00:03:27.520 --> 00:03:28.080
Tate.
00:03:28.639 --> 00:03:35.840
Um, as we all know, well, as you know, um, veterinary practices often promote talented people into leadership.
00:03:35.919 --> 00:03:41.680
And then they unintentionally teach them that leadership means keeping a close eye on everything.
00:03:41.840 --> 00:03:50.960
I touched on this a little bit in my last week's episode because I had someone do a dear Brenda around the technician that they had promoted.
00:03:51.120 --> 00:04:04.000
Um, but that that keeping a close eye on everything, you know, it's it's oh, you you gotta check their work, you gotta approve the decisions, you gotta solve the problems, you gotta make sure nobody drops the ball.
00:04:04.240 --> 00:04:18.079
Um as a new leader, it can feel like you have more responsibility, but over time, that style of leadership actually creates dependence on the leader versus autonomy.
00:04:18.480 --> 00:04:30.240
Um, you know, we see team members might start stop taking initiative because they learn that the leader is eventually going to step in somehow anyway, and maybe even change what they did.
00:04:30.319 --> 00:04:32.879
They just, then they just put their hands up.
00:04:33.040 --> 00:04:35.680
Um, I've actually seen this in action many times.
00:04:35.759 --> 00:04:41.680
I'll have, you know, somebody reach out to me and they're like, I need you to take a look at our workflow efficiency.
00:04:41.759 --> 00:04:42.800
I'm really struggling.
00:04:42.879 --> 00:04:46.480
The team doesn't seem to really support me the way that I need them to.
00:04:46.720 --> 00:04:52.399
And I'll go, and what I'll observe is a team member in a room kind of holding up the wall.
00:04:52.560 --> 00:04:59.600
You know, they're like leaning on the wall, waiting for that doctor to direct them or tell them what they need from them.
00:05:00.079 --> 00:05:04.160
And it's like frustration from both sides.
00:05:04.399 --> 00:05:09.920
Or we see CSRs who default to deferring to their manager rather than solving a client's problem.
00:05:10.079 --> 00:05:12.399
So many ways you might see this in action.
00:05:12.720 --> 00:05:20.639
So, Carol, you actually inspired me because we're reading Trust and Inspire by Stephen Covey, um, Stephen M.R.
00:05:20.800 --> 00:05:23.279
Covey for our book club.
00:05:23.439 --> 00:05:36.720
And this book challenges leaders to replace the traditional command and control model with something different, which is creating conditions where people can grow, contribute, take ownership, do meaningful work.
00:05:36.879 --> 00:05:43.360
So I'd really like to dig into what that shift looks like inside of veterinary practice.
00:05:43.600 --> 00:05:57.279
So, Carol, you might not actually be leading a team right now, but thinking back on your, you know, your experiences leading teams, have you accidentally in the past trained them to wait for you?
00:05:57.519 --> 00:06:09.279
And as a practice manager, if you were unexpectedly away from the hospital for two weeks, what decisions would grind to a halt or would have ground to a halt because the everyone was waiting for you to come back?
00:06:10.560 --> 00:06:13.759
Hi, I'm Carol and I'm a recovering fixer.
00:06:15.040 --> 00:06:24.959
So, you know, this really, I mean, this topic just relates to me when I was in practice so, so much because that was a source of pride, right?
00:06:25.040 --> 00:06:28.240
Being that problem solver, you know, I'm the practice manager.
00:06:28.399 --> 00:06:31.839
I know my employee manual from start to finish.
00:06:32.079 --> 00:06:41.920
Um, and I I Brenda, I absolutely trained my team that if they had a question, if they had a need, they came to me and I can give them a response.
00:06:42.079 --> 00:06:48.480
Often before they ever even finished their thought, my brain was moving in that problem-solving direction.
00:06:48.800 --> 00:06:53.040
And I think exactly what you mentioned is what happened.
00:06:53.199 --> 00:07:02.079
And um, I think it's, you know, when I think back to that question, if I'm gone two weeks, what decisions are grinding to a halt?
00:07:02.240 --> 00:07:03.360
And all of us do it.
00:07:03.439 --> 00:07:08.959
We come back, and you know, you've got that pile on your desk, and you start shifting through, you know, the different things.
00:07:09.199 --> 00:07:12.240
Client complaints, as you mentioned, was a big one.
00:07:12.399 --> 00:07:24.399
And I can feel that frustration even now, where it's like, oh, it's like a$20, you know, nail trim or whatever that was the miscommunication and they're waiting on me.
00:07:24.480 --> 00:07:29.279
You know, they waited a week for me to return before they could solve that client problem.
00:07:29.839 --> 00:07:39.120
And you only have yourself to blame when you don't put those systems in place that allow that empower your team to make those decisions for whatever reason, right?
00:07:39.279 --> 00:07:59.439
Either they don't want to make the wrong decision for compared to what you might make because you've kind of set that standard, or they don't have that empowerment at all, like the, you know, just the the kind of permission to problem solve if it's a client concern um that they could potentially handle.
00:07:59.600 --> 00:08:01.759
Um, so that that stood out.
00:08:01.920 --> 00:08:05.759
Scheduling issues, I think, were another thing that would wait on me.
00:08:05.839 --> 00:08:10.480
Um, you know, when you think about, okay, y'all can shit, y'all can switch a shift.
00:08:10.639 --> 00:08:12.079
Here's the parameters.
00:08:12.319 --> 00:08:21.360
Am I holding myself to that standard, you know, if they make those decisions, or am I going back and saying, no, you really should do it this way or really should do it that way?
00:08:21.519 --> 00:08:27.680
Um, I think about shift changes and things like that where the communication just wasn't clear enough.
00:08:27.920 --> 00:08:38.240
Um, so yeah, I mean, I think when when you look at how we set things up, um I think it can be a point of pride and we have to challenge that.
00:08:38.320 --> 00:08:42.879
Um, because at the end of the day, we have a lot of answers, but we don't have all the answers.
00:08:43.120 --> 00:08:51.360
And my practice owner, several years into uh my leadership journey was like, I want to give you a piece of advice, right?
00:08:51.440 --> 00:08:55.519
You know, you you have a lot of answers and you know a lot of things about the practice.
00:08:55.600 --> 00:09:00.799
And at the end of the day, just because they don't do it the same way that you would do it, doesn't make it wrong, right?
00:09:00.960 --> 00:09:05.279
Is the end result, is the end result something that we want?
00:09:05.519 --> 00:09:07.840
And if so, the path to get there can look different.
00:09:07.919 --> 00:09:09.519
And that was kind of a light bulb for me.
00:09:09.600 --> 00:09:16.960
He was a great coach in that respect um for how to kind of rethink things when it came to coaching my team.
00:09:17.519 --> 00:09:18.960
Thank you for that, Carol.
00:09:19.120 --> 00:09:21.039
Um, I too am a recovering.
00:09:22.960 --> 00:09:28.000
Crystal, what are your thoughts on this question, reflecting on yourself as a leader?
00:09:28.559 --> 00:09:30.159
It really touches home.
00:09:30.399 --> 00:09:39.360
Um, very similar to Carol, especially when I was in like the RVT mode, which for our previous owner was like management leadership.
00:09:39.440 --> 00:09:43.600
There was responsibilities, it wasn't just technical, but I was that person.
00:09:43.759 --> 00:09:47.440
Like I was the one that kept everything moving, all the gears turning.
00:09:47.519 --> 00:09:50.320
And if I was off, they literally would have to adjust the schedule.
00:09:50.399 --> 00:09:51.519
Like, well, we can't do this.
00:09:51.600 --> 00:09:54.240
Crystal isn't here, we gotta wait until she comes back.
00:09:54.480 --> 00:10:03.679
And I'll never forget we partnered with Encore in the first leadership uh meeting I went to, raising my hand and going, okay, how do I not be that person anymore?
00:10:03.919 --> 00:10:09.600
How do I set my team up that it still functions whether I'm there or not?
00:10:09.759 --> 00:10:12.320
And that's kind of been my goal going forward since.
00:10:12.480 --> 00:10:26.159
Um, and the hospital really should run the same way whether I'm here or not here, and not just for me, because that is heavy, you know, when there's so much that changes or stops when you're not there, but for the team too.
00:10:26.320 --> 00:10:37.759
Like, you know, if we're building the team that that we want, the dream team, then they they then I trust them to make the decisions and they should feel trusted, they should feel empowered.
00:10:37.919 --> 00:10:40.080
And it take it takes time to get there, right?
00:10:40.159 --> 00:10:47.200
You have to have the right team, you have to have the right type people, you have to do a lot of coaching, and you have to do a lot of building their confidence.
00:10:47.360 --> 00:10:50.000
And one of the things is like, okay, what would you do?
00:10:50.240 --> 00:10:51.519
Okay, that sounds great.
00:10:51.600 --> 00:10:52.399
Let's do that.
00:10:52.639 --> 00:10:55.759
And over time, it just then they start doing it.
00:10:55.840 --> 00:11:06.559
Um, but I think having that trust established so that they know I've got their back, um, and then they make the decisions and the gears keep turning whether I'm here or not.
00:11:06.720 --> 00:11:18.159
Um, one of the things that we can do here is anybody that's like a senior team member that's been here, that's established, like if somebody asks for the manager, well, they don't always need me.
00:11:18.320 --> 00:11:20.320
Sometimes they just need a different voice.
00:11:20.559 --> 00:11:30.000
And so if you can't handle it, or you know, if you're to that point where they're frustrated with you, then okay, well, your buddy's sitting next to you, they can be the manager on the floor for that moment.
00:11:30.159 --> 00:11:35.679
They can take the call, they can troubleshoot it, and 98% of the time they resolve it.
00:11:35.759 --> 00:11:40.159
And then they're like later they're telling me, Oh, yeah, this happened, and it's and it's great.
00:11:40.399 --> 00:11:45.679
Um, and it's it's a beautiful thing when all the pieces finally do kind of come together.
00:11:46.000 --> 00:11:51.360
Yeah, I I I love what you said, because the classic question, what what what what do you think we should do?
00:11:51.519 --> 00:12:10.320
And I distinctly remember the very first time I used that question when I was really trying as a leader to make that shift, and and I used it with um my CSR team lead, and she came to my office and she just kind of like vomited all this stuff about this client that was upset and yada yada yada.
00:12:10.559 --> 00:12:17.440
And I'm listening to her and listening to her, and I stopped myself and I said, Well, what do you think we should do?
00:12:17.679 --> 00:12:23.519
And she stopped and her eyes got big and she was like, Well, I think that we should do this and this.
00:12:23.600 --> 00:12:27.200
And I'm like, Great, then why don't you go and talk to the client?
00:12:27.279 --> 00:12:41.039
And she looked at me like, wait a minute, you know, and and I felt the urge to say, you know, I need you to be the problem solver and so that you are the problem solver in that client's eyes.
00:12:41.279 --> 00:12:50.720
Because otherwise, the next time they come through the door and they see you, they're gonna look for somebody else because you had to go to the manager and have the manager take care of it last time.
00:12:51.039 --> 00:12:59.679
And by having that conversation, it really made a shift in in people's thoughts in terms of, oh, I want to be the problem solver.
00:12:59.840 --> 00:13:02.720
I want them to appreciate me for what I do.
00:13:02.960 --> 00:13:03.360
Dr.
00:13:03.519 --> 00:13:07.519
Tate, what's your take on this and how have you reflected on it?
00:13:07.840 --> 00:13:12.159
Um, so I am a recovering, still active fixer.
00:13:12.320 --> 00:13:20.080
So I um fixers right at fixers anonymous, I would be at the top of the list.
00:13:20.320 --> 00:13:24.240
I I'll be honest, mine comes a little bit um from a different perspective.
00:13:24.399 --> 00:13:37.519
Um, mine comes from um from the ownership perspective of taking over kind of a big practice and um some uncertain times a little bit out of fear.
00:13:37.600 --> 00:13:48.960
So you start that journey and you want it to be successful because you have a lot personally and emotionally, uh, and sometimes financially vested in the practice.
00:13:49.120 --> 00:13:57.519
And so, you know, who better to answer all those questions than the person who's kind of got like all of it on the line?
00:13:57.840 --> 00:14:03.600
Um, but that that is only sustainable for a very short period of time.
00:14:03.840 --> 00:14:20.000
And so once that recognition hit that I was operating from a position of fear and I had made all of these people dependent um on whether or not they could answer a simple question.
00:14:20.240 --> 00:14:29.919
I mean, I think I was on vacation with my family and my phone had overheated and I couldn't respond because it had just been going off all day long.
00:14:30.240 --> 00:14:35.840
And um that was kind of a an eye-opening um moment.
00:14:36.480 --> 00:14:53.600
And really, before you kind of allow people to blossom that way, you have to have some kind of operational agreement, some type of operational guidelines, because they our our team, at least my team, wants to know what to do in these situations.
00:14:54.240 --> 00:15:05.679
Either they don't have the framework, they don't have the conversation ability or or or guidelines or ability to practice, so they just don't know what to say.
00:15:06.080 --> 00:15:24.639
Um and so just recently on um I had a CSR who had a a client that wanted refills of medication, we had laps in labor and we had laps in physical exams, and she just didn't have the confidence to know what to say.
00:15:24.879 --> 00:15:48.320
So we we practiced and I said now I mean I can come up and solve this to your reference for that if she comes back in she's gonna go straight by you because you didn't have the knowledge to or the you have the knowledge, you didn't have the competence to answer her question in that moment and had to come get me.
00:15:48.559 --> 00:15:53.600
So it's you guys always get upset that the clients are like, we'll just go to our ask our tape.
00:15:53.759 --> 00:15:56.960
We we have set them up for that over time.
00:15:57.440 --> 00:16:03.039
So some of it was a little self-awareness of where that activity as an owner was coming from.
00:16:03.279 --> 00:16:07.759
And um and that that was kind of a little bit of a telling moment.
00:16:07.840 --> 00:16:14.320
Like I created this environment unintentionally, um, just because of a framework from which I was operational.
00:16:15.120 --> 00:16:18.720
Carol, you've got uh some a comment or question here.
00:16:19.200 --> 00:16:25.600
Yeah, so you know, it it's so great to hear from a practice owner's perspective on that.
00:16:25.840 --> 00:16:37.919
And then knowing my role as a practice manager over the years, you know, I took it as a point of pride when my practice owner would go on vacation and I didn't have to reach out to him.
00:16:38.240 --> 00:16:50.240
And you know, for all the recovering practice owners out there, recovering fixer or current fixer, you know, your practice manager wants to be in that role where they can run things, man.
00:16:50.399 --> 00:17:02.960
When you're gone, they can run things, they don't have to ask questions, or it's just this very narrow scope of decisions that, man, I have to have that touch point, or all these really important things come to a screeching halt.
00:17:03.120 --> 00:17:04.880
But I took it as a point of pride, right?
00:17:04.960 --> 00:17:14.160
Like, oh, I don't have to ask those questions, I don't have to bother them, they can enjoy their vacation because that was, you know, I guess that was my recovering fixer part of it.
00:17:14.240 --> 00:17:16.160
But it's the the other side of the coin, right?
00:17:16.319 --> 00:17:21.119
Is um just being capable and feeling empowered to make those decisions.
00:17:21.279 --> 00:17:27.680
So that was really, I don't know, that just really hit me because I'm like, yeah, like that, you know, your practice manager wants that.
00:17:28.000 --> 00:17:28.799
Yeah, yeah.
00:17:29.119 --> 00:17:32.240
And interesting, you said the two-week vacation.
00:17:32.480 --> 00:17:42.720
I remember there was a time I wouldn't take a two-week vacation because I felt like I was gone too long and I still took calls and text messages and this and that and the other.
00:17:42.799 --> 00:17:44.960
And I do payroll while I was gone.
00:17:45.279 --> 00:17:54.640
And um, I distinctly remember um one of the last vacations I took before I left that particular practice was a 10-day vacation.
00:17:54.799 --> 00:17:58.559
And I came back and I was like, is everything okay?
00:17:58.799 --> 00:18:01.759
I nobody called me or texted me.
00:18:01.920 --> 00:18:09.200
And and my leadership team, led by you know, my HR manager, he was like, Yes, we did it.
00:18:10.640 --> 00:18:13.920
We intentionally set out to not have to call you.
00:18:14.160 --> 00:18:20.240
And that just felt so great as a leader that it's like they graduated.
00:18:20.319 --> 00:18:29.680
It was like they were fully empowered, they felt trusted, and they took it upon themselves to set a goal not to call me while I was on vacation.
00:18:29.839 --> 00:18:35.440
And it was it was great, and everyone should have that feeling when they're away from the practice, right?
00:18:35.759 --> 00:18:36.079
Right.
00:18:36.319 --> 00:19:09.759
I I think as an as a practice owner veterinarian, sometimes we get into a trap of it feeds our our ego, it feeds our need, it feeds our um little brain receptors of wanting to be wanted, because I I do feel a lot of practice owners kind of identify themselves with their practice so much that not being wanted is kind of like you know, is something wrong, or are they just not telling me?
00:19:09.920 --> 00:19:24.240
And so um there has to be a little bit of from the practice owner perspective, a little bit of self-awareness of you know, where is this kind of desire to be the answer for all the questions coming from?
00:19:26.640 --> 00:19:27.839
It took a lot of work.
00:19:27.920 --> 00:19:35.839
I'll just say I mean it's something that we all have to work on, and it doesn't go away automatically, right?
00:19:36.079 --> 00:19:36.720
Yeah, yeah.
00:19:37.039 --> 00:19:41.119
Still still working on still project and you know, still under project.
00:19:41.279 --> 00:19:47.759
So my second question is how do you trust people without lowering accountability?
00:19:48.079 --> 00:19:48.559
Carol.
00:19:51.119 --> 00:19:55.680
So you know me, I like to try to create a formula for what I can.
00:19:56.400 --> 00:20:07.839
Um and so when I thought through the when I think through this question at the end of the day, is are we setting our teams up for success with this big scary word called delegation?
00:20:08.000 --> 00:20:15.359
Because, you know, as much as we preach delegation, it can't just be this blanket, here's a task, and here's a task, and everybody gets a task, right?
00:20:15.599 --> 00:20:27.359
Um we really have to sit down and think through what is our method of setting ourselves and the team up for success so that we can feel really confident with this word called empowerment.
00:20:27.599 --> 00:20:32.400
And the flip side is, you know, the the accountability that we all want.
00:20:32.640 --> 00:20:38.799
So is it the questions I ask myself are is it the right task and the right person, right?
00:20:39.039 --> 00:20:40.799
So does it fit their strengths?
00:20:40.960 --> 00:20:43.680
Are they actually capable of accomplishing it?
00:20:43.839 --> 00:20:49.200
You know, are you handing it off because it's just something off your plate, or is it truly the right fit?
00:20:49.359 --> 00:20:50.799
Um, is it the right timing?
00:20:50.960 --> 00:20:52.880
You know, do they have the bandwidth?
00:20:53.039 --> 00:21:00.079
It are you are you overloading somebody's plate who may be a good fit for it, but it's just not the right time.
00:21:00.400 --> 00:21:03.359
Um, do they have the right resources and skills?
00:21:03.519 --> 00:21:08.000
And this one is a little tricky because I don't want that to be a hard and firm barrier.
00:21:08.160 --> 00:21:17.039
I want it to be something that maybe we can let them grow and it's a stretch, um, kind of a stretch goal for them, but we provide them with those resources and skills.
00:21:17.200 --> 00:21:23.519
And then one of the most easily missed and maybe important frameworks is expectations.
00:21:23.680 --> 00:21:26.960
Like, are we actually setting the proper guardrails?
00:21:27.119 --> 00:21:37.119
Some people need a lot of structure, especially if they haven't done this before, versus those that are a little more veteran, maybe your leads, if you've been working with them on this, may just need the end goal.
00:21:37.200 --> 00:21:41.920
Like, here's the timeline, here's the end goal, what do you need from me?
00:21:42.079 --> 00:21:45.599
Um, and then what is our cadence for check ins?
00:21:45.759 --> 00:21:52.240
Um, because I certainly fell into the trap of here's the end goal, here's the expectations.
00:21:52.480 --> 00:21:58.000
And then at the end of that, I didn't have the appropriate check in, and my team members like, oh yeah, I didn't get to that.
00:21:58.079 --> 00:21:59.759
And I'm like, but it's been 30 days.
00:22:00.079 --> 00:22:02.400
Days, like, why didn't you tell me before now?
00:22:02.640 --> 00:22:05.039
And so I'm like, you know, big dough eyes.
00:22:05.119 --> 00:22:23.599
And um, so it's, you know, do you have the check-ins to support that structure and the ex expectations that we need to work through it if you know you're getting you're you're reaching some barriers, and so we don't reach the end of our deadline and just no motion has happened.
00:22:24.319 --> 00:22:35.759
I like the the check-ins, but I would caution people not to build in too many check-ins because then the then your your team member feels like, what don't they think I can do this?
00:22:35.920 --> 00:22:37.119
Why do they need to check in?
00:22:37.440 --> 00:22:41.519
And it's a definite sign of potential micromanagement.
00:22:41.680 --> 00:22:52.720
So the micromanager and me will also come out because you know, you've given up this, you especially early in the process of delegation, right?
00:22:52.799 --> 00:23:00.640
Because you're giving this project to someone and you you have a little bit of faith that they can do it, but maybe you haven't quite seen it in action.
00:23:00.880 --> 00:23:09.279
So, you know, your immediate kind of uh reflexes to be like every couple of days, how's it going?
00:23:09.359 --> 00:23:10.559
How's it how's it going?
00:23:10.720 --> 00:23:11.359
Is it progressing?
00:23:11.519 --> 00:23:12.480
Do you need any help?
00:23:12.640 --> 00:23:19.519
And um and sometimes you have to kind of let them flounder a little bit.
00:23:19.839 --> 00:23:20.880
And that's that's hard.
00:23:21.039 --> 00:23:27.119
It can be hard to kind of sit there and go, okay, so why didn't we get why didn't we meet need to step on?
00:23:27.359 --> 00:23:32.480
What is what uh what are the prohibitive steps to why we haven't gotten this done?
00:23:32.720 --> 00:23:44.559
Um, you know, it's important to the practice, it's important to the group, it's important to the team, and we have missed it or we've missed a number, and you know, walk me through why we didn't get to this point.
00:23:44.799 --> 00:23:47.599
And that's where that accountability comes in.
00:23:47.839 --> 00:23:58.000
And and it's it's uncomfortable because nobody wants to say, oh, we missed a goal and we we missed a number, we missed an achievement.
00:23:58.319 --> 00:24:12.640
Um but there is there'll have to be a little bit of kind of tripping and failure before you get to that cycle where they're like, oh wait, they really want this done for this reason.
00:24:12.799 --> 00:24:20.640
And that accountability is not it's not personal, but it is part of running and maintaining operations.
00:24:21.519 --> 00:24:28.640
Safety and failure is such a can of words from a like oh you want it, but how do you get it?
00:24:28.960 --> 00:24:29.119
Right.
00:24:31.200 --> 00:24:58.319
Right, right, you know, and um and kind of going back to books you read, you know, you there are uh, you know, obviously different ways that is that sits in different age groups, and you know, managing those types of groups across all age brackets is a little bit more challenging than I I you know I realize.
00:24:58.640 --> 00:25:07.759
And so kind of learning that dynamic as you get ready to not have to be the the fixer all the time um or a recovering fixer.
00:25:07.920 --> 00:25:16.720
Um I I do think that kind of understanding generational changes um is helpful.
00:25:16.960 --> 00:25:19.759
Yeah, it can help shape our leadership style for sure.
00:25:20.000 --> 00:25:24.000
Well, let's put a bow on accountability with Chris's perspective.
00:25:24.400 --> 00:25:31.119
No, when I thought I saw this question, I thought of both of those accountability and a safe place to fail.
00:25:31.359 --> 00:25:35.200
Um setting up um clear expectations.
00:25:35.599 --> 00:25:39.359
I've got two um fairly new APMs that we're training.
00:25:39.440 --> 00:25:42.640
And so this really hits home with what we're going through with both of them.
00:25:42.799 --> 00:25:48.960
Like the this is you know, clear expectations, this is what we're working towards, this is where we want to get.
00:25:49.119 --> 00:25:52.000
Um, but it's not gonna always be pretty.
00:25:52.160 --> 00:25:59.839
Um, you're gonna make mistakes, we're gonna talk about it, we're gonna learn from it, um, but not letting them know that it's okay, that it's not perfect.
00:26:00.000 --> 00:26:04.799
Um, but the more you do it, the more you experience it, the smoother things get.
00:26:04.960 --> 00:26:08.000
Um, and that seems to work for us pretty well.
00:26:08.480 --> 00:26:16.720
I like that because so often our team members might feel a little bit of paralysis from fear of failure.
00:26:16.880 --> 00:26:26.799
And so setting them up for failure is okay, and failures actually can be a good thing because we can learn as long as we pivot quickly when we do fail, right?
00:26:27.119 --> 00:26:27.920
Definitely.
00:26:28.240 --> 00:26:29.359
Well, thank yeah.
00:26:29.440 --> 00:26:34.480
I mean, I almost expect that you want them to fail just a little bit in the beginning so that you can show them it's okay.
00:26:35.119 --> 00:26:39.680
We all, you know, it's happened to all of us, but this is how you this is how you recover, right?
00:26:39.759 --> 00:26:41.599
This is how you build some resilience.
00:26:41.920 --> 00:26:43.680
Definitely, definitely.
00:26:43.920 --> 00:26:52.240
Well, thank you all for flying with me today on Flight Plan Quick Consults, and a big thank you to Joan Marshall of PI Midlantic for sponsoring today's episode.
00:26:52.400 --> 00:27:03.039
I hope something from today's conversation gave you a new idea to consider, a question worth asking, or a next step you can put into action in your own practice.
00:27:03.279 --> 00:27:08.079
Until next week, keep your mission clear, your team aligned, and your practice story.
